lesson 2 Flashcards
ordered structure where people have roles, responsibilities, or positions coexist and interact to achieve a
particular goal
organization
A group of people who work together in an organized way for a shared purpose
organization
the method by which work flows through an organization
organization structure
It allows groups to work together within their individual functions to manage tasks
organization structure
A diagram that visually conveys an organization’s internal structure
organizational chart
Types of Organizational charts
- Hierarchical org chart
- Functional org chart
- Horizontal or Flat org chart
- Divisional org chart
- Matrix org chart
- Network org chart
Pyramid-shaped org chart
Hierarchical org chart
Workers are grouped mainly according to their expertise and function within the organization.
Functional org chart
Fits companies with few levels between upper management and staff-level employees
Horizontal or flat org chart
A company’s division have control over their own resources, essentially operating like their own company within the larger organization
Divisional org chart
It is a fluid form of the classic hierarchical structure. This centralized organization structure allows employees to move from one department to another as needed.
Matrix org chart
especially suitable for a large, multicity or even international company operating in the modern era.
Network org chart
It focus on attention and directing the resources to meet your aim and objectives
organization
It focus on attention and directing the resources to meet your aim and objectives
organization
The most common type of organizational structure
Hierarchical org chart
The chain of command goes from the top (e.g., the CEO or manager) down (e.g., entry-level and lower-level employees), and each employee has a supervisor
Hierarchical org chart
organizational chart similar to the hierarchical system
functional org chart
organizational structure which begins from the top and moves down roles with the highest degree of obligations
functional org chart
type of org chart where ach department is separately administered
functional org chart
Startup businesses use this kind of org structure before they grow large enough to build out different departments
horizontal or flat orf chart
Startup businesses use this kind of org structure before they grow large enough to build out different departments
horizontal or flat orf chart
It encourages less supervision and more involvement from all employees
horizontal or flat org chart
This centralized organization structure allows employees to move from one department to another as needed
matrix org chart
You might encounter this structure in industries home to highly skilled employees who might be their company’s only experts in their field.
matrix org chart
It organizes the relationships not just among departments in one office location, but also among different locations and each location’s team of freelancers, third-party companies to whom certain tasks are outsourced, and more.
network org chart
meaning of management
italian verb, “maneggiare”
to handle, train be in charge of, control horses
it is working with and through others
to accomplish a common mission
management
key factors in management success
- A mission or goal
- Necessary resources
- Responsibility
- Accountability
- A leader with authority
a person employed to manage someone else’s business
manager
they get things done through people and have the responsibility of planning, organizing, directing and controlling available resources
manager
They give direction to an organization, provide leadership and decide how to use resources
manager
3 Mintzberg Managerial Roles
- Interpersonal Roles
- Informational Roles
- Decisional Roles
under interpersonal roles
- figurehead
- leader
- liaison
under informational roles
- monitor
- disseminator
- spokesperson
under decisional roles
- entrepreneurs
- disturbance handler
- resource allocator
- negotiator
represents the organization, as well as motivates the team
figurehead
leads a team, a department, or an entire organization
leader
develops and maintains internal and external relationships
liaison
identifies problems and opportunities for growth
monitor
shares data and communicates it effectively
disseminator
speaks for the organization, defending the company’s interests
spokesperson
organizes and runs business processes
entrepreneurs
fixes the problem, maintaining productivity
disturbance handler
determines how and where to apply organizational resources
resource allocator
participates in negotiations, trying to reach their goals
negotiator
Defined skills as what leaders can accomplish, while traits are what leaders
are.
Robert Katz (1974)
He classified three basic types of
management skills required to perform
tasks effectively and efficiently
Robert Katz (1974)
What are thr three basic types of
management skills required to perform
tasks effectively and efficiently
- Technical skill (operational ability, etc.)
- Human skill (people handling, motivation)
- Conceptual skill (integration)
This includes mastery of methods, techniques and equipment involved in specific functions
technical skills
it also include specialized knowledge,
analytical ability, and the competent use of tools and techniques to solve problems in a specific discipline
technical skills
It is the manager’s ability to work with and through other people and to work effectively as a group member
human skills
This skill is demonstrated in the way a manager relates to other people including ability to motivate, coordinate, lead, communicate and resolve conflict.
human skills
It is the cognitive ability to see the organization as a whole and the relationship among its parts
conceptual skills
It involves the manager’s thinking, information processing and planning abilities
conceptual skills
Levels of Management Hierarchy Pyramid
- Top Manager
- Middle Manager
- Front/First Line Manager
- Non-Managerial Employees
They are accountable for the overall
management of the clinical laboratory
top managers
They spend most of their time in planning
and organizing
top managers
determines the mission and sets the goals for the organization
top managers
They are frequently referred to as the
executives of an organization
top managers
His or her primary function is long-range
planning
top managers
implement top management goals
middle managers
They are mainly concerned with the translation of basic policy into operational policy, plans & action
middle managers
Their principal responsibilities are to
direct.
middle managers
The activities that implement the organization’s policies and to balance the demands of their managers with the capacities of their employees
middle managers
They direct the actual work of the organization at the operating level.
Front/first line managere
Supervisors are managers whose major functions emphasize directing and controlling the work of employees in order to achieve the team goals.
front/firstline managers
They are the only level of management managing non-manager.
front/first line managers
Skills needed at first-line management
lowest conceptual skills
right amount of human skills
highest technical skills
skills needed at middle management
right amount of conceptual skills
highest human skills
right amount of technical skills
skills needed at top management
highest conceptual skills
right amount of human skills
lowest technical skills
who created managerial grid
Blake and Mouton
4 managerial grid
- Country club
- Teamleader
- Impoverished
- Authoritarian
Country Club
high people, low task
team leader
high people, high task
impoverished
low people, low task
authoritarian
low people, high task
There is little allowance for cooperation or
collaboration
authoritarian management
Heavily task oriented people are strong on scheduling and expect people to do what they are told with little discussion or debate
authoritarian management
When something goes wrong, they tend to focus on blame rather than the problem
authoritarian management
Use reward to maintain discipline and to
encourage their team to achieve their goals
country club management
This manager is incapable of using coercive powers, because doing so will jeopardize that manager’s relationship with the team.
country club management
Uses delegation as his/her primary management tool and for the most part is not committed to the accomplishment of the task or maintenance of the group.
impoverished management
the team does what it wants
impoverished management
Leads by example and works at creating an environment where all team members will prosper
team manager / leader
The manager works with the team to to reach its goals while also working to strengthen the bonds between the team members.
team manager/ leader
Most effective manager and often leads to the most effective teams.
team manager/ leader
In 1939, this social psychologist identified three styles of leadership that relate to how a leader makes decisions
Kurt Lewin
Leaders have complete power over their
people.
autocratic (authoritarian) leadership
this describes the level of control that a leader holds over the decision-making process and the amount that they involve their team
lewin leadership style
3 Lewin Leadership Styles
1.Autocratic (authoritarian) leadership
2.Democratic (participative) leadership
3.Laissez-faire (delegative) leadership
Make choices or decisions based on their own beliefs and do not involve others for their suggestion or advice
autocratic (authoritarian) leadership
The leader makes all of the decisions and the followers are expected to follow orders and to execute without question
autocratic (authoritarian) leadership
The leader involves followers in the
decision making process. Often the
leader may still make the final decision
but input from group members is
encouraged in order to reach a
decision.
democratic (participative) leadership
Can apply to any organization, from
private businesses to schools to the
government.
democratic (participative) leadership
Manager make few decisions and allow
their staff to choose appropriate
workplace solutions takes a hands-off
approach to leadership and gives others
the freedom to make decisions.
Laissez-faire (delegative) leadership
